A thoroughly enjoyable read. The themes were repeated in such away that I could absorbed them even in the audio format. I've been encouraging others to read the book by listing the three factors of drive. This tells me that the material was presented to that I could actually benefit from it. In some ways the book was too long in there there wasn't new material added when the existing topics were covered. I wholeheartedly recommend the book to managers, even parents!

Dan Pink does an exceptional job of distilling the research on motivation so that we can shape our home and workplaces to improve our lives. As an educator, this book resonated with me and has given me a clear vision of how to use autonomy, mastery and purpose to help teachers do their best work to help kids learn.

I've seen some of this work in other sources. I particularly like the breakdown of tradition reward and punish design. I've seen reward/punishment fail all too often. This book is so good, I've been searchng out the other books he recommends and have already downloaded those I could find on audio. This book is about what he calls Motivation 3.0. He talks about the 4 T's -- which our desire to have autonomy around Task, Team, Time, and Technique. I've seen the 4 T's at work in my own organization and it's marvelous. I wish more employers would recognize this DRIVE. Read it, share it!

Drive got trashed by the Economist - you should read it and make your own judgements.

Drive falls squarely in the "strengths" literature - a field I know best from the work of Marcus Buckingham. The basic premise is familiar. Traditional management strategies of incentives and sanction (rewards and sticks) are at best ineffective and at worst counter-productive in motivating performance. Effect motivation needs to be intrinsic. People need to do work that is meaningful, and they need be given both autonomy and responsibility for their jobs. Workplaces (and educational environments) are best set-up to focus on results rather than means. People will perform well if their job (or education's) matches their strengths (passions) - efforts by management to focus on and correct weaknesses are bound to fail.

Personally, I find this philosophy both correct and liberating. Drive is a book that I hope is read and discussed in both higher ed. and in other workplaces.

This book outright ignores certain psychological facts of human behavior in order to promote an idea that only works for those that already have basic needs in life met. While it would be wonderful to implement in a utopian world that is not reality.<br/><br/>While it may incorporate Maslow's Hierarchy it does its best to outright ignore the basic facts at the same time to bolster a point. Case studies are rarely people selected at random from society but are those willing to commit to testing for various reasons - motivating children (semi-random selections) who have their basic needs met in life is a far cry from a person (more than likely not the average test subject) trying to keep their family fed and secure. So using children and volunteer test subjects while comparing to adult test subjects that are NOT random is very misleading. I'll give you a hint: If pay (which he constantly decrees) is not a factor then why will people in the U.S. culture not work certain available jobs for low pay? But those in foreign countries are more than willing to do so for far less? This is just one of the obvious errors of his thinking.<br/><br/>I will admit I could not finish the book; I started reading other reviews which I would advise you to do as well (there are plenty on amazon-the critical ones are most helpful).<br/><br/>Don't waste your money.